Post on 09-Aug-2020
2017
togetherwe’re
stronger
Annual Report Highlights
Welcome to our 2017 Annual Report. We are so blessed to lead this unique
health care organization. Together, the more than 95,000 staff of Catholic Health
Initiatives serve an incredible variety of communities across 17 states, from small
towns to major cities. In each, we strive to be a beacon of hope and healing, and
enhance the well-being of the community and its people.
For 21 years, CHI has been dedicated to a mission of creating healthier communities.
Each year, we’ve advanced our enduring mission through clinical and operational
initiatives; grant and investment programs that help care for the most vulnerable
people; and advocacy that promotes health care access and coverage for all.
Now, we are on the threshold of some of the most exciting and challenging
opportunities that CHI has ever faced. We’re making significant progress toward
new and transformative models of care that promote total health of body, mind
and spirit. We continue to innovate to meet consumer demands for convenient
access and exceptional service. And, as you’ll see in this report, we’re taking a
creative and disciplined approach to ensuring that we meet our ambitious goals.
Thank you for your support and interest in our journey.
Kevin E. Lofton, FACHEChief Executive Officer
Christopher LowneyChair, Board of Stewardship Trustees
We’re here to provide the best care, the most innovativeservices, and the promise of a healthier future for the people and communities who need us.
We’re here to earn and keep the trust of the people we serve, the people and providers who choose to work with us, and the organizations that are part of our networks of care.
We’re here to support vulnerable populations and entire communities with new models of care that combine sophisticated treatments with attention to the most basic human needs.
We’re CHI, and we’re here to work together with our patients, residents, partners and communities.
Because together, we’re stronger.
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togetherwe’re
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MissionThe Mission of Catholic Health Initiatives is to nurture the healing ministry of the Church, supported by education and research. Fidelity to the Gospel urges us to emphasize humandignity and social justice as we create healthier communities.
VisionAs a ministry of the Catholic Church, we will lead the transformation of health care to achieveoptimal health and well-being for the individuals and communities we serve, especially thosewho are poor and vulnerable.
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Core ValuesReverence: Profound respect and awe for all of creation, the foundation that shapes spirituality, our relationships with others and our journey to God.
Integrity: Moral wholeness, soundness, fidelity, trust, truthfulness in all we do.
Compassion: Solidarity with one another, capacity to enter into another’s joy and sorrow.
Excellence: Preeminent performance, becoming the benchmark, putting forth our personal and professional best.
Core StrategiesVibrant Ministry
We will be leaders and stewards in growing, living and transforming the ministry of Catholic health care.
Energized Community
We will build and energize relationships with employees, clinicians, consumers and partners to strengthen our communities.
Exceptional Care
We will come together as a system to engage clinicians and align resources to assure the delivery of exceptional care.
Distinctive Value
We will transform our health delivery models to offer distinctive value, based on access, quality, safety, service and cost.
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How We Measure Our SuccessWhile we live our mission of creating healthier communitiesevery day, we want to ensure that we’ve living it in the best possible way. One way we measure our progress is through our Living Our Mission Measures.
These nine measures provide a common definition of success across our system; they are the centerpiece of performance monitoring and management throughout CHI.
Positive results in each measure also advance us toward becoming a higher performing organization. Learn more about the measures in which we excelled during fiscal year2017 – Service to the Poor & Vulnerable, Quality, Safety and Transformation – in our 2017 Annual Report video, “TogetherWe're Stronger,” at chiannualreport.net.
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Service to the Poor & Vulnerable
EmployeeEngagement
PhysicianSatisfaction
Quality PatientExperience
Safety
Growth Transformation OperatingEBIDA
At A Glance
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WA
OR
CO
NM
TX
AR
KS
NE
MN
WI
IA
INOH
TN
PA
KY
ND
Operations in 17 States
Fiscal Year 2017(July 1, 2016-June 30, 2017)
hospitals
home health services locations
critical access hospitals
long-term care facilities
clinically integrated networks
academic health centers and a major teaching hospital
community health services organizations
100
52
30
16
11
3
2
How We Cared for People
Physician and advanced practice clinician visits:
Home visits:
Outpatient non-emergency visits:
Emergencyvisits:
Acute careadmissions:
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10.5 million
504,593
2.2 million
5.8 million
1.1 million
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Financial Highlights
Employee Community
WA
OR
TX
AR
NE
MN
IA
TN
KY
ND
Specialists56% –
of those, 62% physicians,
38% APCs
PrimaryCare32% –
of those, 60% physicians,
40% APCs
Hospitalists11% –
of those, 71% physicians,
29% APCs
Leadership1% –of all
physicians
Physicians accountfor 63% of totalprovider types
Employed providersby region
$15.5billionin total annualoperatingrevenues
More than 95,000 employeesincluding approximately 4,700 employed physicians and advanced practice clinicians (APCs)
Northwest983
MN/ND366
Texas414
Iowa561Nebraska
1,037
$22.0billion in assets
Fiscal Year 2017(July 1, 2016-June 30, 2017)
Southeast1,371
Creating Healthier Communities
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InternationalMinistries:Helping to build healthier commun-ities in Haiti, India, Jamaica, Peruand more. During 2017, we helped a program for reducing neonatalmortality rates, Helping BabiesSurvive, expand to the Kavre District of Nepal.
United AgainstViolence:As a national innovator in violence prevention, since 2009 we have allocated $19.5 million in grants –$638,000 in fiscal year 2017 alone – to eradicate violence in the communities we serve.
Direct Community Investment Program:
$54.8 millionin loans to community-based programs.
Mission and Ministry Fund:
During the past 21 years, the Mission and Ministry Fund hasawarded almost 500 grants totalling more than $77 million.$9.3 million in grants in 2017 to build healthier communities in the U.S. and around the globe.
$2.1 billionin community benefit and financial assistance provided to our communities, including the unpaid costs of governmentprograms.
Community benefit includes the cost of supplies and labor to meet community health needs, provide public health education, and provide care for people who can’t afford to pay or whose health insurancedoesn’t cover the full cost of their care.
Patricia G. Webb, FACHEExecutive Vice President and Chief Administrative Officer/Chief Human Resources Officer
Mitch H. Melfi, Esq.Executive Vice President, Corporate Affairs and Chief Legal Officer
J. Dean Swindle, CPAPresident, Enterprise BusinessLines and Chief Financial Officer
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Senior Le
Kevin E. Lofton, FACHEChief Executive Officer
Paul W. Edgett III Executive Vice President Chief Strategy Officer
Anthony K. Jones, FACHEInterim Executive Vice President, Operations
Thomas R. Kopfensteiner, STDExecutive Vice President, Mission
Robert J. Weil, MDSenior Vice President and Chief Medical Officer
Ketul J. Patel, MHA, MBA Senior Vice President,Divisional Operations –Pacific Northwest (Oregon and Washington)CEO, CHI Franciscan Health
Cliff A. Robertson, MD, MBASenior Vice President, Divisional Operations –Nebraska and Southwest IowaCEO, CHI Health
President’s Council
Kathleen D. Sanford, DBA, RN, FACHESenior Vice President and Chief Nursing Officer
El
adershipAs of December 2017
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Mark AndersenInterim ChiefInformation Officer
Peter D. BankoSenior Vice President, Divisional Operations – ColoradoPresident and CEO, Centura Health
Nick BartoSenior Vice President, Corporate Finance and Investments
A. Michelle CooperSenior Vice President and Corporate Responsibility Officer
Michael H. Covert, MHASenior Vice President, Divisional Operations – TexasCEO, CHI St. Luke's Health
Jeffrey S. DropSenior Vice President, Divisional Operations –Minnesota and North Dakota
Philip L. FosterSenior Vice President,Enterprise Risk Management and Chief Risk Officer
Cheryl HarelstadSenior Vice President, Supply Chain Management
Elaine Lisko, Esq.Senior Vice President, Legal Services
Peggy A. Martin, OP, JCLSenior Vice President,Sponsorship and Governance
Charles W. NeumannInterim President and CEO, KentuckyOne Health
Robert P. RitzSenior Vice President, Divisional Operations – IowaCEO, Mercy Health Network
Joyce M. RossSenior Vice President, Marketing and Communications
M. Colleen Scanlon, RN, JDSenior Vice President and Chief Advocacy Officer
Larry P. SchumacherSenior Vice President, Divisional Operations –Southeast (Arkansas, Kentucky, Ohio, Tennessee)CEO, CHI Memorial
Robert G. StricklandSenior Vice President, Performance Excellence
Danielle WeberSenior Vice President, Revenue Cycle
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Year in Review:Our Accomplishments
Fiscal Year 2017(July 1, 2016 – June 30, 2017)
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Vibrant Ministry: Living the ministry of health� On May 1, we celebrated 21 years of advancing our mission with a ministry culture grounded in Reverence, Integrity, Compassion and Excellence. Prayer services held across CHI honored the anniversary with gratitude and hope for the future.
� Our rigorous plan for $800 million in financial and operational improvement was achieved by the end of the fiscal year. Reducing operating expenses and generating increased revenue helped us meet our goal for the enterprise-wide financial turnaround.
� The CHI Board of Stewardship Trustees in January approved our Advocacy Priorities through 2018, affirming “Access and Coverage for All” as the highest advocacy priority.
� We announced plans in May to restructure our operations in Kentucky. The new KentuckyOne Health, to be focused primarily in central Kentucky, will continue to serve residents across the state.
� Our first enterprise-wide promotional campaign received honors at the 34th Annual Healthcare Advertising Awards in June. The “Together” campaign was designed to reflect who we are as an organization and how the people of CHI live our mission every day. The campaign includes print, TV, radio and digital content.
� Omaha-based CHI Health completed a merger of its Creighton Health University Medical Center and Bergan Mercy Medical Center in June. The new flagship facility, called CHI Health Creighton University Medical Center Bergan Mercy, supports collaboration between academic and community physicians. It has a Level I Trauma Center, emergency department and clinical decision treatment unit, the region’s largest intensive care unit, a new clinic building and a new academic tower.
Our “Together”advertising campaign earned national recognition.
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Exceptional Care: Using our strengths� We exceeded our goals to improve patient quality and safety across our hospitals. Collectively, we ranked in the top third of hospitals nationwide based on patient ratings for seven quality measures and in the top 20% of hospitals across the country based on eight safety indicators.
� We implemented a clinically-driven supply chain operating model that sup- ports both excellent patient outcomes and a significant reduction in supply costs as a percentage of net patient services revenues: from 18% to 17.3% in the first half of the 2017 fiscal year. Our 2020 goal is 16.5%.
� Our Medication Use and Evaluation Committee brings together clinicians from across our enterprise to evaluate and promote the use of effective and high-value medication therapies. The committee’s decisions impacted more than 1,300 products in fiscal year 2017.
� As a fundamental component of achieving our Living Our Mission Measures goals for safety and quality, our clinical analytics team created an advanced analytics function that serves as a “single source of truth” for safety- and quality-related metrics. This enables us to track real progress and compare results among markets.
Safety Quality
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Energized Community: Building our relationships� In the spirit of our founding congregations, we seek to strengthen our healing ministry to meet the challenges of today and tomorrow. In October, 2016, we signed a Letter of Intent to explore an alignment with Dignity Health, San Francisco, California, that would expand our shared commitment to serve communities across the nation.
� Hundreds of administrative, clinical and board leaders from across the enterprise gathered in September for the 10th CHI National Leadership Conference. With a theme of Why Bridges?, the Conference focused on the importance of making new connections and renewing existing relationships to advance our legacy and strategic priorities.
� Along with other U.S. Catholic health systems and organizations, we donated much needed medical supplies and equipment for the new Bishop Joseph M. Sullivan Center for Health which opened in March in Côtes-de-Fer, Haiti. The hospital will serve more than 50,000 Haitians who would otherwise have to travel 90 miles through rough terrain to reach a health care facility.
� Inspirational stories of sacred connections with patients, community members and colleagues, written by employees and other members of our CHI family, filled the 18th edition of Sacred Stories, a signature publication of CHI that’s released each February.
� The American Hospital Association reached out to us to partner in a new violence prevention effort, Hospitals Against Violence, which started with a June digital media campaign to raise awareness of this serious public health issue. We’re also a member of Faiths United to Prevent Gun Violence, and a founding member of the Institute of Medicine’s Forum on Global Violence Prevention, part of the National Academies of Science.
� Our Mission and Ministry Fund presented $9.3 million in grants to innovative programs designed to build healthier communities. During the past 21 years, the Mission and Ministry Fund has given nearly 500 grants totaling approximately $77 million to support projects that improve the health of communities, often by serving disadvantaged individuals and populations.
� In January, we announced a new, enterprise-wide system for the professional development of all employees. This new system encourages employees and their managers to maintain ongoing conversations about performance and progress toward individual, team and enterprise goals.
For more information, visit: AdvancingHealthCareTogether.org
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Distinctive Value: Providing high-value care� Our long-term care and senior living business line, CHI Living Communities, continued to grow by adding three campuses: CHI Franciscan Villa, South Milwaukee, Wisconsin; CHI Riverview, Fargo, North Dakota; and CHI Linus Oakes, Roseburg, Oregon. CHI Living Communities provides comprehensive care and a vibrant lifestyle for seniors on a dozen campuses.
� The Precision Medicine Alliance, established by CHI and Dignity Health in 2016, prepared for the implementation of 11 oncology programs across our systems; in November, the Alliance leaders presented at the White House Cancer Moonshot conference. The Alliance is designed to offer patients faster and more accurate cancer diagnoses and treatments based on their genetic profiles. When fully developed, it will be the largest community-based precision medicine program in the country.
� The Robert Wood Johnson Foundation awarded a $2.5 million grant to CHI in August, which will support the development of our innovative model of primary care that addresses the social determinants of health. These determinants – the conditions in which people are born, grow, work, live and age – are an integral component of health. We matched the Robert Wood Johnson Foundation grant with a $2.5 million award from our Mission and Ministry Fund.
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Distinctive Value (continued)� Four years after we launched our OneCare program, a CHI-sponsored electronic health record is present in nearly all of our markets. In addition, nearly 450,000 people have registered to use our patient portals for quick online access to their appointment schedules, test results and other information from their electronic health records.
� Our National Hospital Medicine Service Line reported that hospitalist physicians are caring for more patients; hospitalist visits increased 7.5% in fiscal year 2017. At the same time, the service line achieved improvements in mortality, complications and length of stay for inpatients attended by hospitalists.
� During fiscal year 2017, the 12,000 physicians and advanced practice clinicians who belong to our clinically integrated networks (CINs), along with more than 200 clinical care management staff, managed the total health of 835,000 people under value-based care agreements. Most of these providers are not employed by CHI, but choose to join our CINs and provide value-based care. Non-CHI health-related facilities and ancillary providers are also joining our CINs to help expedite care transitions, improve care quality and enhance the patient experience.
� We geared up for the Medicare Access and CHIP Reauthorization Act (MACRA), passed by Congress in 2015, which will transform reimbursement for care provided to patients covered by Medicare. The result will be a greater focus on reimbursement for quality care, rather than for the volume of patients treated.
togetherwe’re
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FinancialReport 2017
Fiscal Year 2017(July 1, 2016 – June 30, 2017)
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During 2017, our operational and financial performance showedsteady progress as a result of a comprehensive performance improve-ment plan designed to reduce expenses and improve efficiency.
We met our projected operating EBIDA margin of 6% for the year (before restructuring, impairment and and other losses), led by several of our markets. Our non-operating performance was alsostrong, with investment gains of almost $640 million.
Including operating and non-operating performance, the excess of revenue over expenses was about $128 million for the year, a margin of nearly 1% and a net positive change of more than $700 million from 2016.
Our enterprise-wide efforts toward becoming a higher performing organization – financially, clinically and operationally – will continuethroughout 2018 and beyond. We know it will be another demandingyear of continued challenges throughout the health care industry,such as reduced payments, decreased utilization and uncertaintiesabout the Affordable Care Act at both the state and federal levels.However, the positive results of 2017 provide momentum that ourstaff, clinicians and leaders will use to improve our performance and continue creating healthier communities.
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(in 000s) For the year ended June 30, 2017
Operating revenue $ 15,547,464
Salaries and benefits $ 7,495,878
Purchased services 2,402,478
Patient care supply expenses 2,550,328
Other expenses 3,684,027
Total operating expense $ 16,132,7111
(Loss) Income from operations $ (585,247)
Total nonoperating (losses) gains $ 713,637
Net income $ 128,390
Operating EBIDA before restructuring, impairment and other losses $ 930,687
Operating EBIDA margin beforerestructuring, impairment and other losses 6.0%
(in 000s) For the year ended June 30, 2017
Property and equipment, net $ 8,569,313
Cash and investments $ 7,884,798
Other assets 5,477,639
Total assets $ 21,931,750
Total debt $ 8,702,410
Other liabilities $ 5,502,606
Net assets $ 7,726,734
Total liabilities and net assets $ 21,931,750
Fiscal year ended June 30, 2017 2017 2016
Acute inpatient days 2,366,980 2,382,402
Acute admissions 504,593 498,464
Acute average length of stay, in days 4.7 4.8
Outpatient emergency visits 1,966,342 1,951,714
Outpatient non-emergency visits 5,804,586 5,557,647
Physician visits 10,540,482 9,635,875
Residential days 665,885 751,072
Long-term care days 483,151 503,450
Full-time equivalent employees 84,463 79,194
Employees 95,968 93,697
Acute inpatient revenues as a percentage of total 44.7% 44.7%
Statistical Highlights
Summary BalanceSheet
Summary Statement of Operations
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Expense Distribution
Salaries and benefits46%
Other expenses23%Purchased
services and fees
15%
Payer Revenue Mix
Quarterly and Annual Disclosure StatementCatholic Health Initiatives’ Quarterly and Annual Disclosurestatements are available on our website. Visit the Financial Information section online:catholichealthinitiatives.org.
Employee CommunityOur employee community is more than 90,000 colleagues – including more than 21,000 registered nurses and 4,700 employed physicians and advanced practice clinicians – working in 17 states. Our CHI team members earned $7.5 billion in salaries, wages and benefits while serving our patients, residents and communities.
$7.5 Billion
Supplies 16%
Medicare42%
Managed care29%
Medicaid16%
Commercial 5%
Other 4%
Self-pay 4%
togetherwe’re
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Better Healthfor the
Whole Community
Community Benefit ReportFiscal Year 2017
(July 1, 2016 - June 30, 2017)
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A Measured and Collaborative ApproachWe have a planned, organized and measured approach to community benefit, and we believethe best way to serve a community is to reach out and collaborate with others — civic leaders,charitable organizations, educational institutions,community residents and more — to identifyunique needs and the best solutions.
Many Forms in Many SettingsAt CHI, community benefit takes many forms inmany settings. In our facilities, we provide care atno or reduced charge to people who don’t havehealth insurance and can’t afford to pay, or whoseinsurance doesn't cover the full cost of care.
Out in our communities, we provide a variety offree or discounted services to people who arepoor or have special needs, as well as to the com-munity as a whole. We also make donations andin-kind contributions to organizations that helppeople who are poor or underserved.
More than $2 Billion in AssistanceWe provide community benefit in every commu-nity we serve. During fiscal year 2017, our totalcost of community benefit was $2.1 billion, an increase of approximately $72 million from 2016.This includes the cost of supplies and labor related to free clinics, donations and other services provided to people who are poor and to meet community needs.
Community benefit also includes the cost of services in excess of reimbursement for government programs, including Medicare and Medicaid.
Community benefit is, and always has been, essential to the mission of Catholic Health Initiatives. Our emphasis on human dignity and social justice goes along with providing health-related benefits, including charity care, to our communities.
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Community HealthNeeds AssessmentEvery three years, all of our licensed hospitalscomplete comprehensive community healthneeds assessments to guide the development of strategies to meet priority needs. This processcomplies with regulations in the Patient Pro-tection and Affordable Care Act that have also expanded health insurance availability for mil-lions of Americans. Each fall, we reach out to inform people about the opportunity to obtainhealth insurance and to help them enroll.
$2.1 billionin community benefit andfinancial assistance pro-vided to our communities
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Cost of Community Benefit
Cost of financial assistance provided $ 251,634 $ 204,927 (Free or reduced-cost health services for people who cannot afford to pay)
Unpaid cost of public programs, Medicaid and other indigent care programs 605,930 523,348 (Cost of services in excess of government reimbursement)
Nonbilled services 29,355 34,700 (Clinics, meal programs, etc., provided free or at low cost)
Cash and in-kind donations 19,559 28,974 (Donations of food, equipment, supplies, etc., to address the needs of people who are poor or underserved)
Education and research 123,883 115,410 (Cancer prevention workshops, stop-smoking programs, heart disease programs, etc.)
Other benefit 109,463 117,802
Total cost of community benefit from continuing operations 1,139,824 1,025,161
Total cost of community benefit from discontinued operations 75,929 72,913
Total Cost of Community Benefit $ 1,215,763 $ 1,098,074
Unpaid cost of Medicare from continuing operations 911,572 956,725
Unpaid cost of Medicare from discontinued operations 0 0
Total Unpaid Cost of Medicare 911,572 956,725
Total Cost of Community Benefit and the Unpaid Cost of Medicare $ 2,127,325 $ 2,054,799
Benefit to the poor and broader communityCommunity Benefit Financial Report 2017
2017 2016As of June 30
Unpaid cost ofpublic programs
50.0%Nonbilled services2%
Cash and in-kind donations2%
Other benefit15%
Education andresearch10%
Cost of financial assistance provided
21%
(in 000s) For the year ended June 30, 2017
togetherwe’re
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Communitiesof Care
As of December 2017
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ArkansasArkansas Health Network – Clinically Integrated Network*
CHI St. Vincent, Little Rock
CHI St. Vincent Hot Springs, Hot Springs
CHI St. Vincent Infirmary, Little Rock
CHI St. Vincent Morrilton, Morrilton
CHI St. Vincent North, Sherwood
CHI St. Vincent Rehabilitation Hospital, Sherwood
ColoradoCentura Health, Centennial
Centura Health is a joint operating agreement between Catholic Health Initiatives and Adventist Health SystemSunbelt Healthcare Corporation,Florida.
Longmont United Hospital, Longmont
Mercy Regional Medical Center, Durango
OrthoColorado Hospital, Lakewood
Penrose-St. Francis Health Services, Colorado Springs
Penrose Hospital, ColoradoSprings
St. Francis Medical Center, Colorado Springs
Progressive Care Center, Canon City
St. Anthony Hospital, Lakewood
St. Anthony North Hospital, Westminster
St. Anthony Summit Medical Center, Frisco
St. Catherine Hospital, Garden City, KS
Bob Wilson Memorial Grant Hospital, Ulysses, KS
St. Mary-Corwin Medical Center, Pueblo
St. Thomas More Hospital, Canon City
Colorado Health Neighborhoods– Clinically Integrated Network*
CHI Foundation, ColoradoSprings
CHI National Office, Englewood
CHI Direct Investments, Englewood
CHI Institute for Research and Innovation, Englewood
CHI Clinical Research supports CHIas a learning health care organiza-tion to empower knowledge thattranslates to advanced capabilitiesin evidence-based care, personalizedmedicine, innovative and cuttingedge therapeutic clinical trials anddata management capabilities.
CHI Physician Services, Englewood
QualChoice Health, Englewood
Part of CHI Living Communities, Toledo, OH:
Namaste Alzheimer Center, Colorado Springs
The Gardens at St. Elizabeth, Denver
IndianaCHI Health at Home
IowaMercy Health Network – Clinically Integrated Network*
Mercy Health Network, Des Moines
Mercy Health Network is a joint operating agreement between CatholicHealth Initiatives and Trinity Health,Livonia, Michigan.
Mercy Clinics, Inc., Des Moines
Mercy College of Health Sciences, Des Moines
Mercy Medical Center-Des Moines, Des Moines
Iowa Heart Center, Des Moines
Skiff Medical Center, Newton
Mercy Medical Center–Centerville, Centerville
Mercy Medical Center-WestLakes, West Des Moines
Mercy Park Apartments, Des Moines
Part of CHI Health, Omaha, NE:
CHI Health Mercy Corning, Corning
CHI Health Mercy Council Bluffs, Council Bluffs
CHI Health Missouri Valley, Missouri Valley
Part of CHI Living Communities,Toledo, OH:
Bishop Drumm Retirement Center, Johnston
KansasPart of Centura Health, Centennial, CO:
St. Catherine Hospital, Garden City
Bob Wilson Memorial Grant Hospital, Ulysses
St. Rose Ambulatory & Surgery Center, Great Bend
Communities of Care
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KentuckyKentuckyOne Health
Continuing Care Hospital, Inc., Lexington
Flaget Memorial Hospital, Bardstown
Frazier Rehab and Neuroscience Center, Louisville
Jewish Hospital, Louisville
Jewish Hospital Rudd Heartand Lung Center, Louisville
Jewish Hospital Shelbyville, Shelbyville
Medical Center Jewish East,Louisville
Medical Center Jewish Northeast, Louisville
Medical Center Jewish South,Louisville
Medical Center Jewish Southwest, Louisville
KentuckyOne Health MedicalGroup, Louisville
KentuckyOne Health Partners - Clinically Integrated Network*
Our Lady of Peace, Louisville
Saint Joseph Berea, Berea
Saint Joseph East, Lexington
Women’s Hospital Saint Joseph East, Lexington
Saint Joseph Hospital, Lexington
Saint Joseph Jessamine RJCorman Ambulatory Care Center, Nicholasville
Saint Joseph London, London
Saint Joseph Martin, Martin
Saint Joseph Mount Sterling,Mount Sterling
Sts. Mary & Elizabeth Hospital,Louisville
Part of CHI Living Communities, Toledo, OH:
Madonna Manor, Villa Hills
MinnesotaCHI LakeWood Health, Baudette
CHI St. Francis Health, Breckenridge
CHI St. Francis Health St. Francis Medical Center, Breckenridge
CHI St. Francis Health St. FrancisHome, Breckenridge
CHI St. Francis Health AppletreeCourt, Breckenridge
CHI St. Joseph’s Health, Park Rapids
CHI St. Gabriel’s Health, Little Falls
CHI St. Gabriel’s Health Alverna Apartments, Little Falls
CHI St. Gabriel’s Health St. Camillus Place, Little Falls
CHI St. Gabriel’s Health St.Gabriel’s Hospital, Little Falls
NebraskaCHI Health
CHI Health Alegent CreightonClinic, Omaha
CHI Health Creighton UniversityMedical Center-Bergan Mercy,Omaha
CHI Health Good Samaritan, Kearney
Richard Young BehavioralHealth Center, Kearney
CHI Health Immanuel, Omaha
CHI Health Lakeside, Omaha
CHI Health Mercy Corning, Corning, IA
CHI Health Mercy Council Bluffs, Council Bluffs, IA
CHI Health Midlands, Papillion
CHI Health Missouri Valley, Missouri Valley, IA
CHI Health Nebraska Heart, Lincoln
CHI Health Plainview, Plainview
CHI Health Schuyler, Schuyler
CHI Health St. Elizabeth, Lincoln
CHI Health St. Francis, Grand Island
CHI Health St. Mary’s, NebraskaCity
Lasting Hope Recovery Center,Omaha
Nebraska Spine Hospital, Omaha
The Physician Network, Lincoln
UniNet – Clinically Integrated Network*
New MexicoCHI St. Joseph’s Children, Albuquerque
North DakotaCHI Friendship, Fargo
CHI Health at Home, Fargo
CHI Lisbon Health, Lisbon
CHI Mercy Health, Valley City
CHI Oakes Hospital, Oakes
CHI St. Alexius Health, Bismarck
CHI St. Alexius Health BismarckMedical Center, Bismarck
CHI St. Alexius Health Clinics,Bismarck
*A Clinically Integrated Network (CIN) coordinates patient care, services and paymentacross a broad spectrum of functions, processes and settings in order to maximize value. ACIN is a legal structure with shared provider governance and an integrated delivery system.
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CHI St. Alexius Health CarringtonMedical Center, Carrington
CHI St. Alexius Health Devils LakeHospital, Devils Lake
CHI St. Alexius Health DickinsonMedical Center, Dickinson
CHI St. Alexius Health Garrison, Garrison
CHI St. Alexius Health Turtle Lake,Turtle Lake
CHI St. Alexius Health WillistonMedical Center, Williston
Part of CHI Living Communities,Lima, OH:
CHI Riverview Place, Fargo
North Dakota Clinically Integrated Network*
OhioPremier Health, Dayton
Premier Health is a joint operating agreement between Catholic Health Initiatives and MedAmerica Health Systems Corporation, Atrium Health System and Upper Valley Medical Center.
Dayton Heart & Vascular Hospital at Good Samaritan, Dayton
Good Samaritan Hospital, Dayton
Trinity Health System,Steubenville
Trinity Hospital Twin City, Dennison
Trinity Medical Center-East,Steubenville
Trinity Medical Center-West,Steubenville
CHI Health at Home, Milford
CHI Living Communities, Toledo
Bishop Drumm Retirement Center, Johnston, Iowa
CHI Linus Oakes, Roseburg, OR
CHI Riverview Place, Fargo, ND
Franciscan Care Center, Toledo
Franciscan Villa, South Milwaukee, WI
Madonna Manor, Villa Hills, KY
Medalion Retirement Commu-nity, Colorado Springs, CO
Namaste Alzheimer Center, Colorado Springs, CO
Providence Care Center, Sandusky
St. Clare Commons, Perrysburg
St. Leonard, Centerville
The Gardens at St. Elizabeth, Denver, CO
The Villas at Sunny Acres, Thornton, CO
TriHealth, Cincinnati
TriHealth is a joint operating agree-ment between Catholic Health Initia-tives and Bethesda, Inc. Cincinnati.
Good Samaritan College of Nursing and Health Science,Cincinnati
Good Samaritan Hospital, Cincinnati
TriHealth – Clinically Integrated Network*
OregonArchitrave Health – Clinically Integrated Network*
CHI Mercy Health, Roseburg
CHI Mercy Health Mercy Medical Center, Roseburg
CHI St. Anthony Hospital, Pendleton
Part of CHI Living Communities,Toledo, OH:
CHI Linus Oakes, Roseburg, OR
PennsylvaniaCHI St. Joseph Children’s Health, Lancaster
TennesseeCHI Memorial, Chattanooga
CHI Memorial Hospital, Chattanooga
CHI Memorial Hospital Hixson, Hixson
Mission HealthCare Network – Clinically Integrated Network*
TexasCHI St. Joseph Health, Bryan
CHI St. Joseph Health BellvilleHospital, Bellville
CHI St. Joseph Health Burleson Hospital, Caldwell
CHI St. Joseph Health Grimes Hospital, Navasota
CHI St. Joseph Health Madison Hospital, Madisonville
CHI St. Joseph Health Regional Hospital, Bryan
CHI St. Joseph Health Skilled Nursing and RehabilitationBryan, Bryan
CHI St. Joseph Health SkilledNursing and RehabilitationBurleson, Caldwell
CHI St. Luke’s Health, Houston-Brazosport Regional Health System,Lake Jackson
CHI St. Luke’s Health Baylor St.Luke’s Medical Center, HoustonCHI St. Luke's Health Baylor St.Luke's Medical Center is a joint operating agreement betweenCatholic Health Initiatives and Baylor College of Medicine, Houston
Communities of Care
4433
CHI St. Luke’s Health Hospital at The Vintage, Houston
CHI St. Luke’s Health Lakeside Hospital, The Woodlands
CHI St. Luke’s Health Patients Medical Center, Pasadena
CHI St. Luke’s Health Spring-woods Village, Spring
CHI St. Luke's Health Pinecroft,Shenandoah
CHI St. Luke’s Health Sugar Land Hospital, Sugar Land
CHI St. Luke’s Health The Wood-lands Hospital, The Woodlands
CHI St. Luke’s Health Memorial,Lufkin
CHI St. Luke’s Health Memorial Medical Center-Livingston, Livingston
CHI St. Luke’s Health Memorial Medical Center-Lufkin, Lufkin
CHI St. Luke’s Health Memorial Medical Center-San Augustine, San Augustine
CHI St. Luke’s Health Memorial Specialty Hospital, Lufkin
St. Luke’s Health – Clinically Integrated Network*
WashingtonCHI Franciscan Health, Tacoma
CHI Franciscan Health Harrison Medical Center-Bremerton, Bremerton
CHI Franciscan Health Harrison Medical Center-Silverdale, Silverdale
CHI Franciscan Health Highline Medical Center, Burien
CHI Franciscan Health MedicalGroup, Tacoma
CHI Franciscan Health Regional Hospital for Respiratory and Complex Care, Burien
CHI Franciscan Health St. Anthony Hospital, Gig Harbor
CHI Franciscan Health St. Clare Hospital, Lakewood
CHI Franciscan Health St. Elizabeth Hospital, Enumclaw
CHI Franciscan Health St. Francis Hospital, Federal Way
CHI Franciscan Health St. JosephMedical Center, Tacoma
Rainier Health Network – Clinically Integrated Network*
WisconsinPart of CHI Living Communities,Toledo, OH:
Franciscan Villa, South Milwaukee
*A Clinically Integrated Network (CIN) coordinates patient care, services and paymentacross a broad spectrum of functions, processes and settings in order to maximize value. ACIN is a legal structure with shared provider governance and an integrated delivery system.
EnglewoodHome Office198 Inverness Drive WestEnglewood, CO 80112303.298.9100
Meridian11045 East Lansing CircleEnglewood, CO 80112-5909720.875.7100
Fargo4816 Amber Valley ParkwaySuite 100Fargo, ND 58104701.237.8100
Northern Kentucky3900 Olympic BoulevardSuite 400Erlanger, KY 41018-1099859.594.3000
National Offices
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